(www.laborsta.ilo.org/applv8/data/EAPEP/eapep_E.html). If even half of them receive some
sort of review, and we estimate those reviews take 30 minutes to prepare for and execute on, that
comes to 94,178 years. The managers who are conducting the reviews would of course do
multiple reviews, so this is probably a conservative estimate.
4. 360-degree feedback is a process by which feedback is solicited from colleagues who are above
you, below you, and who are your peers. This input, often scrubbed of identifying details so that
it is anonymous, is collected into a report and provided to the receiver.
5. Merriam-Webster’s Collegiate Dictionary, 9th ed. (1986).
6. Fifty-five percent . . . said their performance review was unfair or inaccurate: 2011 survey
from Globoforce, www.bizjournals.com/boston/news/2011/04/29/survey-majority-hate-
performance.html. Cornerstone on Demand survey puts the statistic at 51 percent. See
www.getworksimple.com/blog/2012/01/20/4-statistics-that-prove-performance-reviews-don’t-
work-for-the-modern-worker. One in four employees dreads their performance review: See
2011 Globoforce survey, above.
7. Results of the 2010 Study on the State of Performance Management, survey of 750 HR
professionals by Sibson Consulting and World at Work, Fall 2010. Only 20 percent report that
when corporate performance is poor, individual ratings go down, indicating poor correlation
between individual performance and organizational performance. And just 40 percent say their
leaders model performance management through evaluation and coaching of direct reports.
http://www.sibson.com/publications/surveysandstudies/2010SPM.pdf.
8. For an overview of feedback-seeking behavior, see Michiel Crommelinck and Frederick Anseel,
“Understanding and Encouraging Feedback-Seeking Behavior: A Literature Review,” Medical
Education 2013; 47: 232–241, doi:10.1111/medu.12075. The connection between negative-
feedback seeking and performance reviews is explored in Z. G. Chen, W. Lam, J. A. Zhong,
“Leader-Member Exchange and Member Performance: A New Look at Individual-Level
Negative Feedback-Seeking Behaviour and Team-Level Empowerment Climate,” J Appl
Psychol 2007;92 (1):202–12, and in S. J. Ashford, A. S. Tsui, “Self-Regulation for Managerial
Effectiveness—the Role of Active Feedback Seeking,” Acad Manage J 1991;34 (2):251–80.
Studies that show a link between feedback-seeking behavior and creativity include J. Zhou,
“Promoting Creativity Through Feedback,” in J. Zhou, C. E. Shalley, eds Handbook of
Organizational Creativity. New York, NY: Lawrence Erlbaum Associates 2008; 125–46, and
DEM De Stobbeleir, S. J. Ashford, and D. Buyens, “Self-Regulation of Creativity at Work: The
Role of Feedback-Seeking Behavior in Creative Performance,” Acad Manage J 2011;54
(4):811–31. Exploration of feedback seeking and adaptation can be found in E. W. Morrison,
“Longitudinal Study of the Effects of Information Seeking on Newcomer Socialization,” J Appl
Psychol 1993;78 (2):173–83; C. R. Wanberg and J. D. Kammeyer-Mueller, “Predictors and
Outcomes of Proactivity in the Socialization Process,” J Appl Psychol 2000;85 (3):373–85; and
E. W. Morrison, “Newcomer Information-Seeking—Exploring Types, Modes, Sources, and
Outcomes,” Acad Manage J 1993;36 (3):557–89.
9. S. Carrere, et al. “Predicting Marital Stability and Divorce in Newlywed Couples,” Journal of
Family Psychology 14(1)(2000): 42–58. See generally: www.gottman.com. We note that
Gottman’s research relates specifically to the correlation between a husband’s openness to input
from his spouse and the health of the marriage. Whatever Gottman’s particular findings, it’s our
view that openness on anyone’s part will likely improve the health of a relationship.
10. Thomas Friedman, “It’s a 401(k) World,” New York Times, May 1, 2013.
Chapter 2: Separate Appreciation, Coaching, and Evaluation